Beyond the familiar : long-term growth through customer focus and innovation

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  2. Download Beyond The Familiar Long Term Growth Through Customer Focus And Innovation 2011
  3. Beyond the Familiar: Long-Term Growth Through Customer Focus and Innovation by Patrick Barwise
  4. Beyond the familiar: long-term growth through customer focus and innovation
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Barwise andMeehan use many compelling cases to illustrate how managers canfind ways within their existing network and organization to achievelong term growth. British Council Zimbabwe Log in to your account. All libraries Bulawayo Harare.


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Contributor s : Meehan Sean. Enhanced descriptions from Syndetics: Strong customer-focused companies have a clear, relevant promisewhich they obsessively deliver day-in, day-out. Table of contents provided by Syndetics Preface p. The more radical the innovation the more it takes customers beyond their current level of familiarity the less the company can use reliable, quantitative research and has to rely on qualitative research, judgment and luck.

But what about the case of radical, new-to-the-world categories, should you also aim to be first to market? Early research suggested that the answer is yes. The brand or company that had been longest on the market had, on average, a higher market share than the one that had been second longest on the market, and so on. Of course there was a lot of variation between markets, but there was a clear correlation between market shares and order of entry, suggesting a significant and long-lasting first-mover pioneer advantage.

People liked this conclusion, which encouraged bold, heroic innovation. Being a successful pioneer is hugely appealing: think of the fame and fortune achieved by companies such as FedEx, Southwest Airlines, Sony with the Walkman , Dell, Starbucks, and Nintendo with the Wii.

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Alas, these are exceptions. For the pioneer in a new-to-the-world category to succeed, all of four things must happen:. In practice, however — and contrary to much popular advice — most of the best risk-adjusted opportunities beyond the familiar are in adjacent areas rather than in blue-sky areas such as new-to-the-world categories, where demand is unknown and the firm has few sources of competitive advantage. About the authors Patrick Barwise is emeritus professor of management and marketing at London Business School.

References 1. George S. Day and Paul J.

Download Beyond The Familiar Long Term Growth Through Customer Focus And Innovation 2011

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Beyond the Familiar: Long-Term Growth Through Customer Focus and Innovation by Patrick Barwise

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Beyond the familiar: long-term growth through customer focus and innovation

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